Performance Measurement System for the Public Works Manager: Utilizing the Compstat and Citistat System Within Public Works

By Sergio P. Panunzio

The book is impressive and practical, developed by a publishing company in Indiana. It features a How to Step in creating a Compstat Team; data that your department needs to compete with the uniform services, and how to basically develop a program at no cost to your department. Additionally, the book chapters have exercises for the managers to follow in developing the system.

The entire objective of this book is to take Quantitative data a turning it into Qualitative data. Measurements of any particular quantitative data are expressed as a specific quantity, referred to as a unit, multiplied by a number.

.

• Language: English
• Publisher: AuthorHouse
• Release date: Aug 10, 2009
• ISBN: 9781438964744

Sergio P. Panunzio

Sergio P. Panunzio, has been working in the Public Works industry since late 1980.   He is currently employed as the Superintendent of Public Works for a large municipality in New Jersey. A graduate of the New Jersey Certified Public Works Manager and New Jersey Certified Public Manager.   Sergio coordinated the implementation of the DPWStat system and has recently been advocating for a statewide-based reporting system.   As a Public Works director, Sergio has worked in both an urban city and  rural township in New Jersey prior to being recruited by his current employer.   Contributor to the Public Relations for the Public Works Manager's manuscript Rutgers University Center of Government Services CPWM course.   He is also a member of the adjunct staff at the Public Works institute at Rutgers University, New Jersey.   When not otherwise busy, Sergio is usually spending time with his kids or attending or lecturing classes.  

Book preview

Contents

Acknowledgments:

Preface

Chapter One: The Basics

Chapter Two: Building a Team

Chapter Three: Tasks

Chapter Four: Going Live

Conclusion

References used for this book

This book is dedicated to

Angelina and Paolo,

I love you both immensely.

Acknowledgments:

To say that this book was written by Sergio Panunzio is an understatement. All of my acquired knowledge is merely a summary of my experiences and difficulties I have encountered throughout my career.

Throughout the research for this project, I have thought fondly of friends, colleagues, and directors that I have had the fortune to both work with, and learn from.

I can never forget the support that Bruce D. Walter, from Union City, provided as my career was starting. I will never forget John Kennedy, a superb business administrator, who inspired me. In addition, the Positive re-enforcement, and hours of therapy that I have received from Ron Manzella and Frank Bradley gave me the impetus to put this idea into print. I also have to thank my friends, Henry, Joe, Pat, Connie, Steve, Luis, Onix, Vinnie, Jesus , Scott, Mike, Kelly, Jaci, and George for your time and patience with me.

During my most difficult times, I was always supported by my dear friends, Tina, Charlie, Giulio, Giovanna, Tomas, and Paolo. Thank you for the love, comfort, and support you provided me.

Preface

As I complete this book and read it over again, I cannot help to think what it would take for the Public Works industry to get the recognition that it deserves. As I write the final chapter, my television shows President Obama stating that The solution to the crisis is a large stimulus plan through Public Works.

Isn’t it amazing that for the past three decades, and especially after 9-11, the Public Works industry has taken a back seat in the chain of Respect and funding within our government agencies but as soon as the economy bottoms out, the only way to solve and rescue America from this problem is through Public Works!

This manuscript is designed to provide the Public Works Manager the tools to compete with Police, Fire, Health and Senior Services for funding so that our industry will receive the recognition it so deserves.

Performance Measurement System for the Public Works Manager

Chapter One: The Basics

Our daily services are all too invisible

to the naked eye until things go awry.

We must do a better job to communicate

the value of our services.

What is performance management?

To some people, performance management means collecting performance information. To others it implies an appraisal. Utilizing the Compstat and Citistat system within Public Works book’s definition incorporates a range of different tools and activities used to drive improvement.

I define performance management as: Taking action to increase performance of services for users and the public . Action may be at individual, team, service, organization or department level.

Improvement to outcomes should benefit service users but does not always mean increased service levels – sometimes better outcomes can mean delivering better value for money.

Reducing levels of service in one area may free up resources to be used more effectively elsewhere. Performance management will look different in different places, but effective organizations share some common characteristics.

These are:

• Real-time, regular and robust performance data

• Can-do culture inspired by strong leadership

• Agreed lines of individual accountability

• Clear performance management review, combining challenge and support

• Transparent set of performance rewards and sanctions

Effective performance management requires:

• Systematically deciding and communicating what needs to be done (aims, objectives, priorities and targets)

• A plan for ensuring that it happens (improvement, action or service plans)

• Means of assessing if this has been achieved (performance measures)

• Information reaching the right people at the right time (performance reporting) so decisions are made and actions taken

These plans and actions fit within a framework that I summarize as ‘plan, do, review, revise’ later in chapter three Tasks. Through this framework, learning can be harnessed in a continuous cycle of improvement.

All aspects of management overlap. For example, leadership is not in itself performance management but is essential to its effective use. To work well, it must be coordinated with other systems, such as financial management (directing resources to areas needing improvement or strategic priorities) and risk management (managing risks to avoid failure).

To begin, the entire concept of this program is to spread the message about the success and service provided by your Public Works Department. The responsibility of our department is to ensure that services are rendered efficiently and effectively.

We must continue to ask our resident what changes are needed. Our ultimate goal is making government work in this new information age.

In recent years local government projects have been handicapped by declining citizen confidence,